Job crafting—allowing individuals to define and structure how they work on projects—ought to boost construction productivity. When tradespeople, forepersons and project superintendents tailor their tasks to align with their strengths (and interests), they raise their engagement. The greater the engagement, the better the output.
Research papers confirm this, and there are many papers to choose from. Let’s consider a few to see how this is so.
Greater Engagement
Published by the South African Journal of Industrial Psychology, three South African university authors of the 2020 paper, “An evaluation of job crafting as an intervention aimed at improving work engagement,” found that construction workers “showed significantly higher levels of work engagement” after “recrafting their own jobs” versus a comparison group.
“Employees who take a proactive role in crafting their job-related tasks and environments,” the researchers concluded, “tend to take on psychologically fulfilling activities and will be more engaged in their work.”
Three Types of Job Crafting
While not studying construction workers specifically, two other researchers with 20 years invested in job crafting studies for a variety of industries would seem to concur.
“The principles of job crafting remain deeply relevant in a world where job structure is rapidly changing, putting more and more responsibility on the individual for the experience and engagement in their work,” writes University of Michigan’s Ross School of Business professor Jane E. Dutton and Amy Wrzesniewski of the Yale School of Management in a recent Harvard Business Review essay, “What Job Crafting Looks Like.”
Dutton and Wrzesniewski break down job crafting into three primary types—task crafting, relational crafting and cognitive crafting. Here’s how you can apply it to wall and ceiling construction:
Number One: Task Crafting
A steel stud framing team, for example, could work out among themselves how to streamline the process of picking studs from the pile, cutting them and erecting them without sacrificing precision or safety.
A drywaller might find joy by keeping his work area neat. Another drywaller might derive meaning by rocking walls quickly. Let both of them proceed as they like.
Number Two: Relational Crafting
Relational crafting would involve forming stronger connections with the crews, other subcontractors and the general contractor.
A wall and ceiling site superintendent could get to know all crew members better. He could praise their strengths and structure tasks to play to those strengths. This would improve team morale.
A safety manager could regularly check in with site workers, not just to ensure their compliance but to show interest in their well-being. The manager will garner greater meaning from doing this, and he’ll help the team to feel valued. Their increased engagement will produce greater commitment to company safety protocols.
Number Three: Cognitive Crafting
Cognitive crafting involves a worker changing how they ultimately view their work. By reframing tasks as contributing to goals beyond construction, crews will find greater meaning.
A ceiling installer, for instance, might see his role not only as installing grid and laying in panels, but as creating spaces where people will live, work or learn.
A plasterer might view himself as an artist. By focusing on his craft, his sense of pride and motivation will grow.
Unlock the Opportunities
Let employees work as they please by assigning them work areas that align with their interests. They’ll enjoy their work, enhance their output and reduce rework potential. Discuss what works in toolbox talks and during breaks. Have team leaders share stories of their past job-crafting behaviors that proved successful.
While production processes and safety protocols may limit what can be done, give employees leeway. Let them try new approaches. Encourage them to view their work in new lights. Even small changes in workflow and viewpoint can lead to better results.
